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The Lean Turnaround: How Business Leaders Use Lean Principles to Create Value and Transform Their Company (Englisch) Gebundene Ausgabe – 1. August 2012


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Art Byrne has been implementing Lean strategy in various U.S.-based manufacturing and service companies, such as Danaher Corporation, for more than 30 years, including The Wiremold Company, which he ran for 11 years. He now serves as Operating Partner at the private equityfi rm J. W. Childs Associates L.P.

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15 von 17 Kunden fanden die folgende Rezension hilfreich
Essential Teachings for C-Level Leaders from the Leading Lean Practitioner 20. August 2012
Von Bob Emiliani - Veröffentlicht auf Amazon.com
Format: Gebundene Ausgabe Verifizierter Kauf
Many people remain skeptical of Lean management or think that it is nothing more than a passing fad. Art Byrne, a serial Lean turnaround executive, decisively shows how wrong those views are. Byrne shares with us his proven method for turning around businesses that have long used conventional management. The results that Art and his management teams achieved far surpassed what the former leaders of the businesses sought to achieve using conventional management.

Developed over many decades, Lean has evolved into a comprehensive system of management for any business or organization. Byrne gives numerous manufacturing and service business examples that describe how Lean works in each environment. The same method can be applied to non-profit and non-governmental organizations as well. Importantly, Byrne shows Lean is a human-centered management system that, done right, yields great outcomes for all key stakeholders: employees, customers, suppliers, investors, and communities. Byrne makes clear the importance of employees in Lean management and their role as enablers of time-based competitiveness.

Art presents facts on what Lean does, not theory on what Lean can do, and carefully outlines the common pitfalls for all to learn. Byrne forcefully stresses the importance of the CEOs personal engagement in the daily application of Lean principles and practices, and offers comprehensive supporting arguments. Byrne exhorts CEOs to understand the value-creating processes in their organizations. To do that, they must learn to think and do things differently, including:

* Learn Lean principles and practices to gain proficiency vs. watch others do it.
* Get personally involved vs. delegate.
* Think and do vs. only do.
* Work with lower-level people vs. insulate yourself from them.
* Focus on all stakeholders vs. only shareholders.

Many leaders have lost confidence in Lean management because their Lean turnaround did not achieve the results they expected to achieve. There is a reason for that: leaders did not understand Lean management and did not practice it correctly. Byrne emphasizes there is a right and wrong way to do a Lean turnaround, and that C-level leaders must closely adhere to the right way. To do that, they need to acquire new knowledge and skills. As Art says: "Everything must change."

Byrne also tells readers that Lean management, done right, is a lot of fun. People learn new things, improve processes, and achieve results they never thought possible. The Lean Turnaround is an uplifting story of the many great human, financial, and non-financial outcomes can be achieved. It will inspire people to deepen their understanding of Lean management and put into practice what they learn from this wonderful and important book.

While The Lean Turnaround is intended for the C-level, I recommend it to people at all levels so that they can grasp the true meaning and potential of Lean management.
8 von 8 Kunden fanden die folgende Rezension hilfreich
A must-read for Lean implementers 19. November 2012
Von Michel Baudin - Veröffentlicht auf Amazon.com
Format: Gebundene Ausgabe
While most business books read like a 10-page article diluted over 200+ pages, Art Byrne's, instead, reads like 600-pages condensed to 200. This is the right length to be read by business people on airplanes. A longer book could have given more details, but at the cost of losing the audience. As it is, behind every sentence, you sense that there is personal experience you would like to dig further into.

In the Acknowledgments, Byrne claims not to be a good writer. Either it is false modesty or his editor indeed did a great job. The book has a visible structure, the sequence of topics makes sense, and the sentences are clear and free of jargon.
This book is a must-read because of the author's credentials. Art Byrne has been Theodore Roosevelt's "man in the arena," directly leading A to Z Lean transformations as company CEO. His advice to other CEOs, in the same words, would not carry the same weight if they had been written by anyone without his experience.

The book starts with Art Byrne's personal history, from his first steps at implementing Lean at Danaher, through his experience as CEO of Wiremold, and his work in private equity, using Lean in his firm's portfolio companies.

Byrne devotes several chapters to the strategic nature of Lean, the need for top management to get personally involved, and the differences between Lean leadership and the management style he experienced at the beginning of his career. And this leads into recommendations for CEOs on starting and leading their own Lean transformation, including pointers on compensation policies.

While most other books on Lean stop at the effect it has on delivery, lead time, productivity and quality, Byrne goes one vital step further into the specifics of how Lean enables a company to gain market share, withstand downturns, and accumulate the resources to take over competitors. He describes it in the case of Wiremold in the 1990s, as I have seen it in other companies.

I have a few minor quibbles with the book. The discussion on implementation overemphasizes kaizen events, to the point a reader might assume that it is all there is to Lean. Also, because he is feels that Lean is not limited to manufacturing, whenever he introduces a manufacturing concept, Byrne feels compelled to explain, in parentheses, what the equivalent would be outside of manufacturing, which I find it distracting. Finally, he makes the unusual choice of recommending specific consultants at the end of the book. This not usual in business books, and for good reasons. First, it conflicts with readers' expectations of non-commercialism; second, it will make the many consultants who are not on the list think twice about recommending the book to their clients.
After thinking twice, even though the consultants on Byrne's list by definition can't hold a candle to my colleagues and me, I still recommend his book.
5 von 5 Kunden fanden die folgende Rezension hilfreich
Excellent description of what it takes to implement Lean 1. Januar 2013
Von Renaud ANJORAN - Veröffentlicht auf Amazon.com
Format: Kindle Edition Verifizierter Kauf
Top five reasons why I give five stars to this book:
- It comes from a manager with close to 30 years of experience applying Lean in American companies.
- It lists the most common obstacles that kill 93-95% of lean turnarounds, along with solutions to avoid/reduce them.
- It explains Lean in very simple terms, with many supporting examples. It even provides checklists to follow!
- It describes the virtues of improving processes, rather than managing the numbers at the end of each month.
- It insists on the strategic nature of Lean, which reduces costs but also raises the top line.
4 von 4 Kunden fanden die folgende Rezension hilfreich
Breathe of Fresh Air on Lean Transformation 26. Oktober 2012
Von Brian Maskell - Veröffentlicht auf Amazon.com
Format: Gebundene Ausgabe
This book has the hallmarks of excellence. It is authoritative because it is written by someone who really knows what he is talking about. It is fresh thinking. In a clear and succinct way Mr. Byrne has provided the essentially radical framework of management thinking required for a company to make lean thinking work successfully. It is comprehensive because it does not look narrowly at the methods of lean, the author shows us how executive leadership teams need to think and act. And it is short. It is a compelling and easy read on this vital aspect of 21st century business. I hope - within the clamor of the political and economic issues of our day - that this book will be found on every executive's desk.
4 von 5 Kunden fanden die folgende Rezension hilfreich
Important New Book....Must Read! 12. Oktober 2012
Von AR - Veröffentlicht auf Amazon.com
Format: Gebundene Ausgabe
This book really lays it on the line.

The importance of stretch goals....getting comfortable setting goals that you have no idea how you will achieve.
Eliminating the wrong information....like standard cost accounting.
Full scale involvement by the CEO and CFO....it takes an all-in effort to change the behaviors of the past.
Rooting out the barriers to high level breakthrough performance....policies and people.

Lean is a strategy for business results. Art shares not only what he did, but also what was achieved....not at one business but many. This is exactly the experience I had at CFO at two lean transformations. I had to look at work an entirely new way...but the results were stupendous.

Lean Turnaround is also a very fast read....read half on the first leg of your flight, and the other half on the way back! This will NOT be the business book you only get half way through.
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